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10.
• The global top five companies
in the food consumer product
industry

11.
1-NESTLE
•
• The company mission:
• Creating Shared Value a new approach to Corporate Social Responsibility
• Creating Shared Value is a very different approach to corporate social responsibility (CSR), because it is not
focused on meeting a set of standard external criteria, or on philanthropy. The idea of winners and losers
doesn’t fit this model of CSR
• Through Creating Shared Value, Nestlé links its operations to long-term value both for its business and for
society as a whole, and defines its success in terms of internal financial returns and external social and
economic results
• Ultimately, creating shared value acknowledges both the work that corporations need to do to reduce
negative impacts on society as well as, and more fundamentally, how they can be part of progress on
global challenges
• - Farmers and Agriculture
• Ensuring sustainable agricultural practices is in the interest of the entire food chain, from producers to
consumers. And it is of urgent concern as global caloric consumption is set to double in the coming
years, which will require producing two to three times more agricultural products on the same amount of
cultivated land
• - People
• Our principal assets are not office buildings, factories, or even brands. Rather, it is the fact that we are a
global organization comprised of many nationalities, religions, and ethnic backgrounds all working
together in one single unifying corporate culture. Our culture unifies people on all continents, with roughly
half our factories and people located in the developing world

12.
• - Environment
• We are committed to being a leader in environmental performance.
Nestle has ensured that preserving natural resources and minimizing
waste have become an integral part of the day-to-day activities in all
Nestlé operations worldwide
• Water - our top priority
• The sustainable product life cycle
• - Consumers and Community
• Nestlé: Engaged with Consumers
• Nutritious food and beverages are Nestlé’s business and provide its main
opportunity to contribute to society. Nestlé’s competitiveness is deeply
embedded in the benefit provided to consumers
• Nestlé: Engaged within the Community
• Nestle has developed strong national companies which are fully integrated
into the social, cultural, and economic life of the country where they
operate
• Nestlé also engages actively in society, through communities where it is
represented through a range of partnerships and programs

13.
The company strategy:
• Nestlé's business objective is to manufacture and market the Company's products in such a
way as to create value that can be sustained over the long term for shareholders, employees,
consumers, and business partners.
• Nestlé does not favor short-term profit at the expense of successful long-term business
development.
• Nestlé recognizes that its consumers have a sincere and legitimate interest in the behavior,
beliefs and actions of the Company behind brands in which they place their trust, and that
without its consumers the Company would not exist.
• Nestlé believes that, as a general rule, legislation is the most effective safeguard of
responsible conduct, although in certain areas, additional guidance to staff in the form of
voluntary business principles is beneficial in order to ensure that the highest standards are
met throughout the organization.
• Nestlé is conscious of the fact that the success of a corporation is a reflection of the
professionalism, conduct and the responsible attitude of its management and employees.
Therefore recruitment of the right people and ongoing training and development are crucial.
• Nestlé continues to maintain its commitment to follow and respect all applicable local laws in
each of its markets.

16.
• The company mission
Our reach.
We believe we can make a delicious difference,
everywhere.
We’re constantly looking for fresh ideas to
improve our workplace, our partnerships, our
communities and our world.

17.
• Consumers inspire us.
• To make today delicious, we begin with our consumers.
We listen, we watch and we learn.
We understand their joys and their challenges because we’re
consumers too.
•
• What we do.
• We make delicious foods you can feel good about.
Whether watching your weight or preparing to celebrate, grabbing
a quick bite or sitting down to family night, we pour our hearts into
creating foods that are wholesome and delicious.
•
• Our reach.
• We believe we can make a delicious difference, everywhere.
We’re constantly looking for fresh ideas to improve our workplace,
our partnerships, our communities and our world.

18.
• How we behave.
• We understand that actions speak louder than
words, so at Kraft Foods:
• We inspire trust.
• We act like owners.
• We keep it simple.
• We are open and inclusive.
• We tell it like it is.
• We lead from the head and the heart.
• We discuss. We decide. We deliver.

20.
• Build a High Performing Organization
• We are reinforcing a mindset of candor, courage
and action throughout the company. Our
management team is leading by example to
encourage open and honest discussions. We want
to learn from what's working well, identify what's
not and decide how we can fix it.
• We're also striking a balance between decision-
making globally and locally. We're putting more
decisions in the hands of our local-market
leaders. After all, they are closest to our
consumers.

21.
• Reframe Our Categories
• We're reframing our categories to make them more relevant to
consumers. We are making our products more contemporary by
identifying key consumer trends that can have the biggest impact
on our business. These trends are:
• Health & Wellness
•
Quick Meals
•
Snacks
•
Premium
• We're also looking at our business in new ways and seeing how we
can use our combination of brands to find that next great-tasting
product.

22.
• Exploit Our Sales Capabilities
• Kraft has one of the largest and most powerful
sales forces in the food industry.
• In the United States, we are piloting a new sales
initiative to give store managers a single point of
contact for Kraft. This will create more
opportunities to showcase the products
consumers want and ensure they're always in
stock. Internationally, we're expanding our
distribution reach in developing countries where
there is rapidly growing demand.
• Investing in and leveraging these competitive
advantages will help drive business growth.

23.
• Drive Down Costs Without Compromising
Quality
• We always keep an eye on keeping costs
down. But not at the expense of quality. We're
continuing to invest in our products to ensure
everything we make is truly delicious.
• We're also taking stock of what we do best as
a company and where we might be better
served by outsourcing certain activities. This
allows us to work more closely and efficiently
with suppliers, customers and ultimately, with
consumers.

25.
.
• The company mission
• The mission is to add Vitality to life. By meeting everyday needs for nutrition; hygiene and personal care
with brands that help people look good, feel good and get more out of life
• Enthused with Vitality
• Vitality is at the heart of everything we do. It's in our brands, our people and our values
• Vitality means different things to different people. Some see it as energy; others view it more broadly as a
healthy state of body and mind – of feeling alive
• Whatever their personal definition, millions of people around the world use our products daily to add
Vitality to their lives - whether that's through feeling great because they've got shiny hair and a brilliant
smile, keeping their homes fresh and clean, or by enjoying a great cup of tea, satisfying meal or healthy
snack
• Ever since the th Century when William Hesketh Lever stated that the company's mission was quot;to make
cleanliness commonplace; to lessen work for women; to foster health and contribute to personal
attractiveness, that life may be more enjoyable and rewarding for the people who use our products,quot;
Vitality has been at the heart of our business
• Vitality defines what we stand for: our values, what makes us different, and how we contribute to society.
It's the common thread that links our brands and it’s central to the unique way we operate around the
world

26.
• Health &nutrition
• Our Vitality mission commits us to growing our business by
addressing health and nutrition issues. We focus on priorities
including children and family nutrition, cardiovascular health
and weight management
• Inside &out
• Our culture also embodies Vitality. Adding Vitality to life
requires the highest standards of behavior towards everyone
we work with, the communities we touch and the
environments on which we have an impact
• The growing demand for more Vitality in life provides us with
a huge opportunity for growth. The way we work and the
products we develop are shaped by consumer trends, along
with the need to help raise health and hygiene standards in
both the developing and industrialized regions of the world

27.
The company strategy:
• We have long been working to improve our understanding and management of
the social, economic and environmental impacts of our business. Some of our
recent milestones are set out in the timeline below
• The Unilever Executive reaffirmed our corporate responsibility strategy. This set
out a commitment to maintain and build on our existing activities including our
work in sustainable sourcing, supply-chain standards, eco-efficiency, and employee
wellbeing and community engagement
• As values-led brands will increasingly drive our business, another element of the
strategy is to integrate social, economic and environmental considerations into the
development plans of our brands. This goes further than the life-cycle assessment
work we have been doing over many years to reduce the wider environmental
footprint of our products. In we began mapping the 'imprint' of some of our
global brands
• At the same time, to underpin our activities and achieve more effective solutions,
we decided to focus our external partnerships on two Vitality themes, nutrition
and hygiene, where we can make the most impact

28.
The company product mix:
• They have major lines
• - Food
• Unilever is one of the world's leading food companies. The
most famous brands are Lipton and knor
• - Home care
• In many parts of the world they lead the home care market;
the most famous brands are OMO and Comfort
• - Personal care
• The most successive brands are Axe, Dove, Lux, Pond's,
Rexona and Sunsilk

29.
• The company mission
• PepsiCo is a world leader in convenient snacks, foods and beverages, with revenues of more
than $39 billion and over 185,000 employees.
• PepsiCo’s mission is “To be the world's premier consumer Products Company focused on
convenient foods and beverages. We seek to produce healthy financial rewards to investors
as we provide opportunities for growth and enrichment to our employees, our business
partners and the communities in which we operate. And in everything we do, we strive for
honesty, fairness and integrity.”
• PepsiCo commitment (vision
• Sustained Growth is fundamental to motivating and measuring our success. Our quest for
sustained growth stimulates innovation, places a value on results, and helps us understand
whether today’s actions will contribute to our future. It is about growth of people and
company performance. It prioritizes making a difference and getting things done.
• Empowered People means we have the freedom to act and think in ways that we feel will get
the job done, while being consistent with the processes that ensure proper governance and
being mindful of the rest of the company’s needs.
• Responsibility and Trust form the foundation for healthy growth. It’s about earning the
confidence that other people place in us as individuals and as a company. Our responsibility
means we take personal and corporate ownership for all we do, to be good stewards of the
resources entrusted to us. We build trust between ourselves and others by walking the talk
and being committed to succeeding together

30.
The Company Strategy:
• Care for customers, consumers and the world we live in. We are driven by an intense,
competitive spirit in the marketplace, but we direct this spirit toward solutions that achieve a
win for each of our constituents as well as a win for the corporation. Our success depends on
a thorough understanding of our customers, consumers and communities. Caring means
going the extra mile. Essentially, this is a spirit of growing rather than taking.
• Sell only products we can be proud of. The test of our standards is that we must be able to
personally endorse our products without reservation and consume them ourselves. This
principle extends to every part of the business, from the purchasing of ingredients to the
point where our products reach the consumer’s hands.
• Speak with truth and candor. We speak up, telling the whole picture, not just what is
convenient to achieving individual goals. In addition to being clear, honest and accurate, we
take responsibility to ensure our communications are understood.
• Balance short term and long term. We make decisions that hold both short-term and long-
term risks and benefits in balance over time. Without this balance, we cannot achieve the
goal of sustainable growth.
• Win with diversity and inclusion. We leverage a work environment that embraces people
with diverse backgrounds, traits and different ways of thinking. This leads to innovation, the
ability to identify new market opportunities, all of which helps develop new products and
drives our ability to sustain our commitments to growth through empowered people.

32.
• The Company Mission:
• Health has always been a major concern for DANONE and is closely tied into the
history of the company and its brands. In the s, Danone's yoghurt, developed
from a Nobel laureate's work on the benefits of dairy cultures in foods was sold
exclusively in pharmacies.
Since then, Danone has set itself the mission of quot;bringing health through food to a
maximum number of people quot;. This positioning defines DANONE's innovation
policy and strategy. It was with this in mind that the company decided to sharpen
its focus and reduce its business lines to three core sectors: fresh dairy products,
beverages, and biscuits and cereal products. The new scope of the Group,
announced in July , is an integral part of the group's long term strategy,
referred to as quot;health governance.quot;
This philosophy, reflecting growing demands from civil society, is based on three
basic pillars: respect of principles of self-regulation formalized in particular in the
Food, Nutrition and Health Charter; support for dialogue between industrialists,
political authorities and civil society; providing evidence for scientific claims on
products

33.
The Company Strategy:
• DANONE has defined its principles and policies in texts such as: Fundamental Social Principles, Business
Conduct Policies, and Charter for the environment, Food Nutrition and Health Charter and Groupe
DANONE Groundwater Resources Protection Policy, Diversity Charter. These key texts guide management
around the world
• The Food, Nutrition and Health Charter, applied throughout the Group's subsidiaries, reflect our
willingness to make public commitments. In addition to reaffirming five core values – balance, variety,
pleasure, sociability and information – the Charter commits to:
propose products adapted to needs and tastes
•dialogue with scientists
•support research
•promote knowledge sharing
•heed public opinion
•communicate with clarity and transparency
•guarantee the scientific validity of the claimed benefits
•promote responsible advertising
•encourage physical activity
• -Sustainable development as a business model is an important competitive advantage that enables
DANONE to
• - Build consumer trust in brands backed by steady flow of investment in product safety, respect for
environmental standards and concern for society at large
• - Attract talented people looking for a business with a strong culture and value; consolidate internal
cohesion trough management practices favoring individual progress
• - Forge mutually beneficial ties to strategic customer and suppliers